Jun 09
3
Next series from Performance and Organization. At this point you may be thinking, “Okay, even assuming that excessive stress does lead to poor performance, what am I expected to do about it? I’m not a trained psychologist or therapist.” That’s right, but, unfortunately, you are struck with this situation. You depend on your team to meet your objectives, and you can’t afford to wait until your organization becomes less stressful. Like it or not, you play a pivotal role in helping your team successfully cope with work stress.
Since the early 1970s, abundant research has shown that one of the most critical factors for coping successfully with stress is the presence of a solid support system-those networks of interpersonal relation ships that, during periods of stress and trauma, provide emotional and social support and assistance. Support systems offer a sense that one isn’t alone with one’s problems, that there is someone out there who is willing to help.
Research has shown that when people are exposed to severe stresses, such as illness or the death of a spouse, those who have good support systems are much less likely to suffer from heart problems and other major stress disorders. Additional research has shown that the most effective buffer against work stress is not one’s friends, coworkers, or spouse but one’s manager. The actions you as manager take and the relationships you form with your team members thus directly influence their ability to cope with work and stress.
